guidelines & resources recruitment of...

The Alaska Alliance for Direct Service Careers • www.aadsc.org

Guidelines & Resources

Recruitment of Staff

Recruitment


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Table of Contents

Recruitment Self-Assessment................................................................................................ 2

Organization Overview.............................................................................................................. 4

HR.as.an.Organization.Need........................................................................................................... 4

Job.Descriptions............................................................................................................................ 5

Workforce.Development.Committee............................................................................................... 6

Keeping.Track.of.Data.................................................................................................................... 6

Incentives...................................................................................................................................... 7

Telling.the.Story.—.Selling.the.Organization................................................................................... 8

What.is.Your.Mission?.................................................................................................................... 8

What.is.the.Organization’s.Culture.and.Benefits?............................................................................ 8

Profiler.Stayers.—.Why.Do.They.Stay?........................................................................................... 9

Applicant Search.......................................................................................................................10

Writing.the.Job.Ad........................................................................................................................10

Finding.Applicants..‑.Where.to.Look…...........................................................................................11

Internal.Recruitment.....................................................................................................................13

Role.of.Current.Employees.in.Recruitment….................................................................................13

Outside.Sources...........................................................................................................................14

A.Word.about.Job.Fairs…............................................................................................................15

Internships,.Externships,.and.Volunteers…....................................................................................16

Selection & Hire..........................................................................................................................18

Selection.Process.........................................................................................................................18

Hire.Smart,.Not.Often...................................................................................................................18

Interviews....................................................................................................................................19

Realistic.Job.Previews................................................................................................................. 21

Resources................................................................................................................................... 22

Bibliography................................................................................................................................ 22

Resources................................................................................................................................... 22

Recruitment.Specific.Resources................................................................................................... 23

Retention.....................................................................................................................................24

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Recruitment Self-Assessment Tool

Have.two.or.three.members.of.your.staff.take.this.self‑assessment.and.then.compare.and.contrast.the.answers..Remember,.this.is.a.tool.to.help.figure.out.what.the.strengths.and.weaknesses.are.in.the.agency..Once.found,.the.team.can.build.a.plan,.using.the.suggestions.and.tools.listed.in.this.manual..If.you.hear.it.once.you.will.hear.it.a.thousand.times,..only.change.one.thing.at.a.time;.work.together.as.a.team.to.find.the.weakest.area.of.your.recruitment.and.selection.plan;.and.concentrate.on.fixing.that.area.first..Then.use.this.self‑assessment.again.in.six.months..

Does.the.organization.have.a.human.resource.professional?. Yes. . No

Does.the.human.resource.person.meet.with.management.regularly?. Yes. . No

Does.the.organization.have.a.Workforce.Team.that.includes.a.. direct.service.provider,.a.frontline.supervisor,.and.the.. human.resource.person?. Yes. . No

Has.a.recruitment.plan.been.developed.using.the.expertise.of.. the.workforce.development.team,.the.HR.professional,.and.. management?. Yes. . No

Are.the.Job.Descriptions.current.and.accurate?. Yes. . No

Are.incentives.offered.to.employees.that.recruit.new.employees?. Yes. . No

. . If.yes,.what.is.(are).the.incentive(s)?.

. . Is.(are).the.incentive(s).understood.by.the.employees?. Yes. . No

. . Is.there.follow.through.by.Human.Resources?. Yes. . No

. . What.percentage.of.employees.use.the.incentive.program?. .

. . Is.that.meeting.your.target.(percentage)?. Yes. . No

Results:..If.you.answered.mainly.NO,.go.to.the.section.HR Need.

Does the HR staff/Workforce Development Committee know:

The.demographic.working.at.the.organization?. Yes. . No

Who.the.organization.serves.(who.are.the.customers)?. Yes. . No

What.its.mission.is?. Yes. . No

What.the.organization’s.culture.is?. Yes. . No

What.its.benefits.are?. Yes. . No

How.to.write.compelling.job.ads.for.different.markets?. Yes. . No

Results:.. If.you.answered.mainly.NO,.go.to.the.section.Telling Your Story – Selling Your Organization


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Does the organization:

Get.the.quality.of.applicants.it.is.seeking?. Yes. . No

Get.phone.calls.about.how.to.apply?. Yes. . No

Know.the.Knowledge.Skills.and.Abilities.needed.for.the.. job.being.posted?. Yes. . No

Results:.If.you.answered.mainly.NO,.go.to.Writing a Job Ad


Understand.the.importance.of.staff.diversity?. Yes. . No

Know.what.sections.of.the.labor.market.are.available?. Yes. . No

Know.how.to.attract.those.various.sections.of.the.labor.market?. Yes. . No

Results: .If.you.answered.mainly.NO,.go.to.the.section Finding Applicants — Where to Look


Encourage.employees.to.apply.for.jobs.within.the.organization?. Yes. . No

Know.how.to.use.staff.as.a.recruiting.tool?. Yes. . No

Feel.comfortable.with.the.success.it’s.having.attracting.job.seekers?. Yes. . No

Results: .If.you.answered.mainly.NO,.go.to.the.section Internal Recruitment


Post.jobs.internally.first,.when.possible?. Yes. . No

Have.materials.that.all.staff.can.use.to.recruit/market.agency?. Yes. . No

Have.current.job.postings.on.its.website?. Yes. . No

Try.to.attract.diverse.groups.of.people?. Yes. . No

Tailor.job.postings.to.help.attract.diverse.groups.of.people?. Yes. . No

Plan.and.participate.in.a.number.of.job.fairs.each.year?. Yes. . No

Results:..If.you.answered.mainly.NO,.go.to.the.section.Outside Sources

Does your organization:

Hire.constantly?. Yes................ .No

Work.individually.to.hire.new.employees?. Yes. . No

Feel.the.applicants.lack.knowledge.of.the.job.when.hired?. Yes. . No

Results: If.you.answered.mainly.YES,.go.to.the.section Selection

Recruitment

The Alaska Alliance for Direct Service Careers • www.aadsc.org The Alaska Alliance for Direct Service Careers • www.aadsc.org

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Organization Overview

HR as an Organization Need:

Oftentimes,. in.small.organizations,.human.resource.duties. fall.onto.someone.as.an.additional.duty..All.of.those.duties:.

� hiring,. � orienting,. � training,. � retaining, � and.adhering.to.personnel.requirements.(laws,.payroll,.etc.)

belong.to.the.human.resource.professional..Yet,.without.a.human.resource.professional,.these.duties. end. up. being. extra. work. or. additional. duties.. These. important. building. blocks. for. an.organization. should. not. be. left. to. the. “extra. duties. as. assigned”. portion. of. someone’s. desk..Estimates. on. the. cost. of. turnover. vary. widely,. even. within. this. industry,. but. to. replace. one.individual. an.organization.must:. advertise. the.position,. pay.overtime.while. the.position. is. left.unfilled,.and.take.the.time.to.hire.the.new.employee.(write.ad,.post,.interview,.select,.background.check,.hire,.and.train)..And.those.costs.do.not.take.into.account.the.indirect.costs.that.include.the.loss.of.productivity,.loss.of.client.revenue,.reduced.quality.from.increased.workload.hours,.and. loss.of. reputation. (due. to.stressors. listed.above).. It. is. important. for.management. to. take.the.functions.of.human.resources.seriously..Making.sure.the.data.sets.highlight.the.strengths,.weaknesses,.and.solutions.to.the.business.problems.will.make.the.human.resource.professional.a.valuable.asset.to.the.management.team


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Job Descriptions

Having. solid. job. descriptions. are. part. of. the. building. blocks. of. the. organization.. Like. having.and. adhering. to. the. organization’s. mission. statement,. vision,. and. values,. having. strong. job.descriptions.helps.an.organization.

� Define.and.communicate.the.job.responsibilities,.knowledge,.skills,.and.abilities.to.perform.said.job,.and.how.the.position.relates.to.the.larger.picture.

� Determine.performance.standards.and.performance.of.individual.employees. � Defend.against.lawsuits.(by.creating.essential.functions,.bona.fide.occupational.

qualification,.ensuring.exempt/non‑exempt.status,.etc.). � Maintain. consistency. for. each. position. between. division,. supervisors,. and.

individual.employees, � Give.guidelines.for.job.ads.. � Help.with.selection.and.hiring.

To.write.a. job.description.you.must.break.down.the.duties.of. the.position. into.the.most.basic.components..To.update.or.create.job.descriptions,.consider.using.existing.employee.feedback..Ask.several.people.working. in. the.same.position.to.write.down.what. they.do.on.a.day‑to‑day.basis.. Use. the. write‑ups. to. determine. what. the. Essential. Functions. of. the. job. and. the. Non‑Essential.Functions.of.the.job.are..In.other.words,.what.is.done.most.often,.what.is.done.least.often?.Use.those.functions.to.figure.out.the.Knowledge,.Skills,.and.Abilities.needed.to.do.that.job..Are.there.educational.requirements?.Licensing.requirements?.Background.check.requirements?.All.of.this.information.should.be.written.down.on.the.job.description..

Have.this.reviewed.by.the.employees.doing.the.job..Do.they.feel.it.reflects.the.job.accurately?.This.job.description.will.be.the.basis.of.many.hires!

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Workforce Development Committee

How.does.an.organization.ensure. it. is.hiring.and.retaining.people.who.are.appropriate. for. the.positions. and. will. stay. on. the. job. for. longer. than. a. year. (i.e.,. stayers)?. One. strategy. that. is.highly. recommended. across. every. industry. is. using. a. workforce. development. committee. to.help.make.human.resource.decisions.(that.are.not.covered.by.local,.state,.or.federal.laws)..The.Workforce.Development.Committee.should.have.the.power.to.help.make.decisions.regarding.how.accurate.job.descriptions.are,.to.be.part.of.selection/hiring.committees,.determine.incentives.for.encouraging.employees.to.help.recruit,.determine.how.to.help.retain.workers,.etc..The.Workforce.Development.Committee.must.have.the.ability.to.actually.implement.policy.and.procedures.and.meet.regularly..There.is.real.value.in.using.the.workforce.as.part.of.the.decision.making.process.on.recruitment.and.retention.issues,.since.it.is.that.same.staff.most.affected..It.is.important.to.give.the.paraprofessional.as.well.as.the.professional. level.employee.a.voice.on.the.committee.and.allow.them.the.time.to.attend.committee.meetings..For.more.information.on.how.to.set.up.a.Workforce.Development.Committee,.go.to.Resources.Section.

Keeping Track of Data

A.key.piece.of.data.is.knowing.how.many.employees.only.stay.for.six.months.and.then.leave..If.the.employee.leaves.at.12.months,.that.is.also.a.critical.period..Another.interesting.group.of.information.to.collect.is.who.is.staying.(i.e.,.stayers).and.why.they.stay..There.are.many.ways.to.keep.track.of.this.information..A.simple.spreadsheet.documenting.each.employee’s.start.and.end.date.is.a.good.beginning.tool..More.formalized.data.sets.can.help.create.more.tailored.programs.to.attract.and.retain.good.employees..Why.would.the.organization.want.to.keep.track.of.this.type.of.information?.Usually,.if.an.employee.stays.for.18.months.in.direct.service.work,.there.is.a.good.chance.the.employee.will.stay. longer.(Larson,.2005)..So,. it. is. important.to.keep.track.of.who.stays.and.who.goes.and.then.use.that.information.when.looking.for.new.employees..By.keeping.track.of.information,.it.will.be.easier.to.tell.if.the.organization.attracts.a.certain.type.of.job.seeker..While.an.organization.wants.to.attract.a.diverse.group.of.workers,.it.is.also.good.to.know.who.your.base.worker. is.and.why.that.group.is.working.there.. Is. it. the.flexibility.of.the.hours?.The.location?.The.population.you.serve?.The.independence.of.the.job?.What.is.the.attraction?.Do.all.of.those.attracted.to.the.organization.stay.18.months.or.longer?.If.not,.who.does?.Having.this.information.will.help.you.tailor.your.job.announcements.to.the.niche.markets.that.work.best.for.your.organization.


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Offering. incentives. to. existing. employees. to. help. recruit. highly. qualified. applicants. is. a. great.recruitment.tool..There.are.many.ways.it.can.be.used;.but.usually.it.is.based.on.the.successful.retention.of.the.referred.applicant..So,.if.the.existing.employee.refers.an.applicant.who.becomes.an.employee.who.stays.(three.months,.six.months,.12.months,.or.some.combination),.then.the.existing.(or.original).employee.receives.a.bonus..The.additional.benefit.is.the.new.employee.knows.someone.already.in.the.organization,.and.that.person.has.a.vested.interest.in.him/her.staying.on.and.being.happy.on.the.job,.so.there.is.a.form.of.mentoring.going.on..The.important.part.of.the.program.is.the.follow‑through.by.Human.Resources!..The.bonus.must.be.given.to.the.existing.employee.if.the.applicant.stays.on.the.job..Another.opportunity.to.use.existing.staff.(and.give.them.incentives).is.to.have.them.work.Job.Fairs.with.Human.Resource.staff..While.it.is.a.hardship.to.lose.that.body.on.the.“floor,”.it.helps.give.the.applicant.a.face.behind.the.job.description..Give.everyone.in.the.organization.business.cards.(organizational.cards.with.address,.website,.phone.number,.etc.).so.employees.can.give.out.cards.to.people.asking.questions.about.what.they.do..Working.the.Job.Fair.or.giving.out.“cards”.can.also.be.incentivized..The.Workforce.Development.Committee.can.be.creative.devising. incentives.and. the.human. resource.professional.must.be.ardent.in.keeping.track.of.the.data.to.ensure.employees.receive.those.incentives..If.those.two.parts.do.not.happen,.the.employees.will.not.be.motivated.to.help.encourage.people.to.work.at.the.organization.

Although.this.section.is.specifically.talking.about.using.incentives.as.a.recruiting.tool,.incentives.can.be.used.as.a.retention.tool.too..Incentives.can.be.given.for.longevity.(two.year,.five.year,.10.year.employee.recognition.that.work.as.goals.to.work.towards.—.more.vacation.days.accrued,.plaque,.and.recognition,.etc.)..If.overuse.of.sick.leave.is.a.problem,.good.attendance.rewards.can.been.given..If.getting.staff.to.turn.in.case.notes.on.time.is.the.goal,.then.recognize.the.team/individual.best.case.note.completion.rate..Another.one.that.can.be.incentivized.is.the.individual.or.team.with.members.successfully.completing.the.most.competencies.or.training..All.of.these.issues.can.be.incentivized,.but.take.it.slow,.use.incentives.in.one.or.two.areas.that.need.some.improvement..

Another.word.on.incentives.is.that.they.do.not.have.to.be.monetary;.many.things.besides.money.motivate.people,.so.incentives.can.come.in.a.variety.of.forms..For.example,.gift.certificates,.time.off,.tickets.to.events,.art,.and.other.items.can.be.used.to.as.incentives..It.just.depends.on.the.individual,.but.for.sure,.money.is.a.universal.attraction.for.a.recruitment.bonus..

Incentives

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Telling the Story — Selling the Organization

In. the. recent.Alaska.Direct.Service.Providers.Wages.and.Benefits.Survey. (Ward,.2009),. the.No..1.reason.for.people.to.stay.at.an.agency.was.not.money..Additionally,.many.of.our.workers.were.part‑time.workers..It.is.often.said,.people.do.not.work.in.this.industry.for.the.money,.yet.many.organizations.try.to.put.the.money.as.the.foremost.benefit.the.organization.offers..Each.organization.is.different.and.has.a.different.culture,.vision,.mission,.and.values,.yet.forgets.to.use.those.items.to.“sell”.the.organization.to.applicants..Mission,.vision,.values,.and.organizational.culture. can.be.what. sells. an. individual. on. the. organization.. It. is. important. to. review.WHO.your.organization.is.and.WHAT.your.organization.does.as.you.put.out. job.ads.and.start.the.selection.process.

What is Your Mission?

Much. like.knowing.who.stays.at. the.organization;.knowing. the.mission.and. the.culture.of. the.organization. is. important. as. well.. What. is. the. mission. of. the. organization?. The. values?. The.vision?.Are.these.driving.forces.of.the.organization?.Are.the.values.of.the.organization.applied.equally.to.the.consumers.and.to.the.employees.(e.g.,.respect,.celebration,.etc.)?.This.is.part.of.the.recruitment.process:.highlight.the.mission,.ensure.employees.know.the.mission,.and.highlight.it.while.recruiting.for.new.employees.

What are the Organization’s Culture and Benefits?

Benefits.and.culture.may.sound.like.two.separate.things,.but.the.two.can.intermix.when.talking.about.attracting.new.employees..Does. the.organization.have. the.usual.benefits. to.offer,.such.as.retirement.accounts,.health.insurance,.holiday.pay,.leave,.etc?.If.not,.what.about.the.culture.offers. benefits?. Such. as,. allowing. an. employee. to. take. an. extended. vacation,. use. flexible.scheduling,.or.that.it.is.a.“family.friendly”.organization..What.are.the.advancement.opportunities.for.new.employees?.According.to.our.new.wages.and.benefits.survey.(Ward,.2009).advancement.opportunities.matter.greatly.to.younger.people,.but.not.as.much.to.older.people.(over.35)..How.does.the.organization.value.education.and.training?.Even.if.the.organization.does.not.have.the.funds.for.an.educational.program,.are.educational.pursuits.supported.in.other.ways?.These.are.benefits.that.can.help.attract.employees.as.much.or.more.than.the.offered.wage..


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While. trying. to. attract. employees,. or. trying. to. fill. specific. positions,. highlight. these. unique.attributes.of.the.organization..The.ability.to.be.flexible.in.schedules.can.be.a.large.selling.point.to.many.potential.candidates,.both.paraprofessionals.and.professionals..If.an.organization.is.willing.to.be.flexible.in.schedules.(e.g.,.four.10‑hour.shifts,.part‑time.work,.etc.),.then.the.organization.might.consider.allowing.for.a.job.sharing..Job.shares.occur.when.two.people.share.one.job..It.works.well.for.many.organizations.and.many.people..It.opens.up.the.labor.pool.and.allows.people.who.aren’t.willing.to.take.on.a.full‑time.job.to.consider.sharing.a.job.with.someone.else.

Finally,.the.consumers.served.are.usually.part.of.the.organization’s.culture..Highlight.the.strength.and.relationship.between.the.individuals.served.and.the.employees.who.work.at.the.organization.as.it.stands.

Profiler Stayers — Why Do They Stay?

Data.collection.is.key.to.finding.out.who.stays.long‑term.and.who.does.not.(see.Keeping.Track.of. Data).. This. information. is. important,. since. it. can. help. develop. your. workforce.. Although.diversity.is.important,.it.is.also.important.to.know.who.stays.and.why..That.way.you.can.work.on.developing.those.attributes.to.attract.other.groups.of.people.to.your.organization..To.find.out.who.stays.and.why,.organizations.can.use.a.survey,.information.gathering,.and/or.the.Workforce.Development.Committee..The.survey.may.be.the.most.reliable.source.of. information.—.since.it.is.anonymous.—.but.it.also.can.be.expensive.and.cause.concern.with.the.employees.if.not.done.correctly..Informal.information.gathering,.asking.a.group.of.long‑term.employees.to.tell.why.they.have.stayed,.may.not.give.a.true.impression.of.why.they.stay,.but.is.inexpensive.and.offers.employees. the. chance. to. really. give. an.opinion.. The.Workforce.Development.Committee. can.help.develop.the.tools.and.ensure.the.employees.that.something.productive.will.be.done.with.the.information..Defining.who.stays.helps.define.what.type.of.person.likes.to.work.at.the.organization,.that.information.will.help.you.determine.what.to.write.in.your.job.ad.(see.Job.Ads).

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Recruitment

Applicant Search

Writing the Job Ad

When.writing.the.job.ad,.make.sure.to.outline.the.job,.the.organization,.and.the.requirements.of.the.job..On.top.of.those.requirements,.try.to.“sell”.the.organization.based.on.what.was.discussed.earlier. in.Telling.Your.Story..Highlight.what. is.enticing.about.the.organization,.the.specific. job,.the.benefits,.and.the.environment.(even.if.posting.in.Alaska,.people.like.to.move.from.Interior.to.Southeast.and.vice.versa).. Including.the.salary.has.pros.and.cons:.there.is.transparency.in.posting.it,.yet.it.might.automatically.disqualify.otherwise.interested.people.simply.because.s/he.believes.the.amount.of.education.and.experience.is.worth.more.monetarily.than.being.offered..This.stops.the.conversations.of.intrinsic.benefits.in.its.tracks,.yet.some.applicants.won’t.apply.without.a.dollar.figure.available..The.compromise.is.to.give.a.pay.range,.depending.on.education.and.experience,.with.the.number.being.decided.after.the.interview..The.other.things.to.post.are.the.requirements:.the.education,.licensing,.background.checks,.experience.levels,.and.any.other.requirements. required. for. the. job..Having. a. generic. job. ad. for. the. positions.with. the. highest.turnovers.is.a.good.idea..Have.these.job.ads.go.through.the.Workforce.Development.Committee.for.a.“sound.check”.based.on.the.information.gathered.about.the.organization.


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Finding Applicants — Where to Look

While.knowing.who.stays.the.longest.at.the.organization.and.targeting.that.group.is.always.good,.diversity. in. the.organization.should.also.be.encouraged..Finding.people.who.are.not.normally.attracted.to.these.types.of.jobs.is.the.key..It. is.important.to.reach.out.to.find.new.employees;.there.are.civic.organizations,. faith‑based.organizations,.veteran.organizations,.and.others. that.are.trying.to.help.people.find.work..Reaching.out.to.these.organizations.could.be.an.untapped.resource. for. the. organization. to. find. part‑time. or. full‑time. employees.. The. key. is. developing.messages.that.resonate.with.each.individual.group.and.then.finding.that.group.

.� Young. Adults. —. before. moving. on. from. this. section. think. about. the. age. group.. Young.adults.include.anyone.16–24.years.of.age..Organizations.can.work.with.the.high.schools.—.students.getting.ready.to.graduate.are.looking.for.job.and.career.advice.—.by.simply.offering. to.attend.a.career.day.at. the. local.high.school.and.discussing. the.opportunities.within.the.organization.(paraprofessional,.administrative,.and.professional.level)..Even.if.the.organization.can’t.hire.someone.until.the.age.of.21,.it.is.important.to.remind.the.high.school.students.of.the.importance.of.keeping.a.clean.record..• Look.for.young.adults.in.colleges,.connect.with.the.on‑campus.organizations.that.are.

connected.to.the.human.services,.social.work,.psychology,.and.other.programs.and.see.if.you.can.work.directly.with.the.students,.by.having.the.students.work.on.a.project.for.the.organization.(off‑site.or.on‑site)..

• If.the.town.does.not.have.a.college.campus,.then.work.with.AmeriCorps,.faith‑based.organizations,. workforce. development. organizations. associated. with. the. . Alaska.Job.Center.Network,.or. the.Alaska.Job.Corps,.which.have.students. in.health.care,.behavioral.health,.and.administrative.studies.and.always.love.to.hear.from.employers.about.the.industry.

• In.Alaska,.the.young.adults.were.interested.in.opportunities.in.advancement.as.well.as.working.part‑time.jobs.(Ward,.2009)..

.� Veterans.—.There.is.not.a.central.location.for.recruiting.veterans..The.Alaska.Mental.Health.Trust. Authority. has. run. campaigns. to. encourage. veterans. into. the. industry.. The. Alaska.Department.of.Labor.has.a.Veterans.Outreach.service.available.too..Going.to.the.military.bases,.if.possible,.would.also.be.encouraged..If.physically.unable.to.go.to.the.military.bases,.then.call.each.of.the.Transition.Assistance.Programs.to.see.how.to.post.jobs.openings.for.veterans.and.their.spouses.• Veterans.often.have.an.image.of.being.strong,.resourceful,.timely,.and.respectful..

• There. is.also.a.belief. that.after.serving. in. the.recent.conflicts,.many.of. the.current.veterans.will.have.disabilities.and.will.like.to.“give.back”.to.the.communities.

Recruitment


12

.� Faith‑based.Communities.—.Many.faith‑based.communities.work.with.a.variety.of.individuals.(not. just. their. community. members).. Many. of. these. communities. have. an. employment.component.to.the.work.they.do..Sending.advertisements.to.faith‑based.employment.offices.will.bring.in.a.new.group.of.individuals..• The.employment.offices.try.to.help.the.job.seekers.find.a.right.match.and.also.try.to.

help.the.employer.if.there.are.troubles.on.the.job.(much.like.a.job.coach)..

• Highlight.mission,.values,.vision,.and.the.correlation.to.faith..

.� People.with.disabilities.—.Division.of.Vocational.Rehabilitation. (DVR). is.a.great. resource.for.people.with.disabilities..Tribal.Vocational.Rehabilitation.(TVR),.which.works.with.Alaska.Natives.and.American.Indians.with.disabilities.is.also.available.in.Alaska..These.two.agencies,.DVR.and.TVR,.come.with.a.cadre.of.support.for.the.employer.who.hires.the.individual.with.a.disability..Other.resources.for.information.include.the.Governor’s.Council.on.Disabilities.and.Special.Education,. Independent.Living.Centers.(e.g.,.Access.Alaska,.Kenai.Peninsula.Independent.Living.Center,.Southeast.Alaska.Independent.Living.(SAIL),.and.Arctic.Access).as.well.as.Veterans.Affairs.Rehabilitation.Center.(Anchorage.and.Fairbanks).• People.with.disabilities.have.a.variety.of.abilities,.yet.are.usually.shut.out.of.jobs.in.this.

industry..This.is.despite.the.fact.many.people.with.disabilities.go.to.college.for.human.services.and.are.interested.in.helping.others.become.self‑sufficient.

.� Displaced.Workers/Empty.Nesters.—.Older.workers.may.have.already.had.other.careers.and.now.be.ready. for.a.change.of.pace..These. individuals.may.come.to. the.field.with.a.variety.of.degrees.and/or.experience,.but.may.not.used.to.working.with.the.organization’s.population(s)..• The.Alaska.Mental.Health.Trust.Authority.has.created.an.outreach.message.to.empty.

nesters/displaced.workers.and.encouraged.them.to.go.to.www.aadsc.org..

• The.Alaska.Job.Center.Network.works.directly.with.each.large.business.that.goes.out.of.business.to.help.move.those.employees.to.new.opportunities..

• These.individuals.are.not.looking.for.advancement,.but.they.are.looking.for.full..and.part‑time.employment..They.are.of.the.baby.boomer.and.Generation.X.age.groups..

.� Minority.Groups/English.as.a.Second.Language.—.Alaska.has.a. large.and.diverse.work.force..Oftentimes,.it.is.thought.that.the.diversity.is.limited.to.Anchorage,.but.it.is.not..Barrow,.Juneau,.Kenai,.Kodiak,.and.other.locations.have.large.contingents.of.populations.that.speak.English.as.a.second.language..• Civic.groups,.cultural.groups,.and.advocacy.groups.are.all.available.to.help..Each.of.

these.groups.can.help.by.either.helping.tailor.the.message.or.helping.find.job.seekers.interested.in.the.job.and,.at.times,.helping.with.the.language.barriers.


Recruitment


13

Internal Recruitment

Internal. recruitment. is.extremely. important. for.gaining. the. right.employee. for. the. job.and. for.maintaining. morale.. Promoting. internal. staff. has. intrinsic. rewards;. it. shows. employees. the.possibility.for.advancement.does.exist;.it.reinforces.the.idea.that.communication.does.flow.within.the.organization;.and.it.allows.for.new.people.to.move.into.existing.roles,.adding.new.perspective.to.static.roles..Post.jobs.everywhere.where.there.are.employees;.do.not.make.employees.come.to. human. resources. to. find. out. about. new. opportunities.. Newsletters,. bulletin. boards,. and.emails.are.the.traditional.routes.to.take.for.letting.employees.know.about.the.open.positions,.but.another.avenue.is.reminding.supervisors.about.the.openings,.posting.the.jobs.on.an.Intranet,.and.starting.a.word‑of‑mouth.campaign. (incentives. included). to.make.sure.employees.know.about.the.opportunity..

It.may.seem.counterintuitive.for.supervisors.to.recommend.their.best.workers.for.promotions;.on.the.surface.it.seems.only.like.the.supervisors.loses.a.productive.worker.and.needs.to.train.a.new.hire..Benefits.to.this.system.include.the.built‑in.overlap.between.the.time.the.existing.employee.moves.into.the.new.role.and.a.new.employee.is.hired,.as.well.as.having.an.opportunity.to.show.staff.how.supportive.both.the.organization.and.the.supervisor.are.of.promoting.from.within.the.organization.

Current.employees.should.know.the.mission,.vision,.and.values.of.the.organization.well.enough.to.be.able. to. tell. others.not.only.what.his/her. specific. job. is,.but.what. the.overall.mission.of.the. organization. is.. If. employees. feel. good. about. the. organization,. then. it. is. more. likely. the.employees.will. speak.positively. to.others.about. the.work.done..This. is.highly. important.since.word.of.mouth.is.one.of.the.best.marketing.tools.available.to.all.organizations.for.all.purposes..Having.employees.refer. job.seekers. is.also.highly.encouraged,.since.the.employees.know.the.positions.and. the. culture. of. the.organization..The.possibility. of. current. employees.being.able.to.successfully.recruit.others. is.higher. if. they.are.given.the.tools.to.do. it..Mission,.vision,.and.values.should.be.highlighted.often,.communication.should.flow.between.all.levels,.and.employees.should.have.cards.describing.the.organization.to.hand.out..Employees.should.know.about.ALL.available. openings. —. lateral,. promotions,. and. self‑requested. demotions. so. they. can. speak.knowledgeably.about.the.jobs.available..

Role of Current Employees in Recruitment

Recruitment


14

Outside Sources

Many.organizations.use.outside.sources,.such.as.newspapers,.to.get.the.word.out.about.open.positions..These.sources.vary.greatly.in.cost.and.return.on.investment..

.� Alaska.Alliance.for.Direct.Service.Careers.has.a.website.where.individuals.interested.in.the.industry.know.they.can.review.industry.information..Working.with.the.Alaska.Mental.Health.Trust.Authority,.the.Alaska.Department.of.Health.and.Social.Services,.the.Alaska.Department.of.Labor.and.Workforce.Development,.and.the.University.of.Alaska,.AADSC.is.working.to.ensure. that. job.seekers.know.as.much.about.our. industry.as.possible..Commercials.are.provided.by.the.Alaska.Mental.Health.Trust.Authority.and.the.Alaska.Department.of.Health.and.Social.Services;.the.University.of.Alaska.is.helping.by.providing.education.and.training.opportunities;.and.the.Alaska.Department.of.Labor.and.Workforce.Development.is.helping.by.providing.a.dynamic.job.bank.for.job.seekers.to.find.jobs.in.our.industry.

.� Newspaper.readership.is.changing..As.it.changes,.so.does.the.way.that.newspapers.offer.classified.advertisements..Some.are.offering.a.combination.service.(e.g.,.print,.online,.and.job.bank).for.classified.ads..When.advertising.in.the.newspapers,.word.count.is.important,.as.is.the.consideration.of.readership..Some.examples,.but.certainly.not.the.only.examples,.are. a. classified. advertisement. run. on.Sunday.may. be. read. by. people. already. employed.(but. interested. in. the. checking. out. the. competition),. online. ads. may. be. read. by. people.comfortable.with.technology,.and.banner.ads.may.get.clicked.by.someone.who.is.interested.in.starting.a.new.career..In.rural.areas,.the.newspaper.is.an.option.with.appeal,.since.it.is.one.of.the.limited.ways.to.get.local.news..This.is.not.niche.marketing,.but.mass.marketing.to.everyone.in.the.local.area.

.� Craigslist.and.Alaskalist.are.free.listing.sites.on.the.Web..Craigslist.is.often.used.in.Anchorage.for.job.postings,.while.Alaskalist.would.be.a.better.place.for.all.of.Alaska,. including.rural.organizations.to.use..Craigslist.list.has.more.recognition,.so.gets.more.traffic,.but.since.both.are.free,.it.is.an.option.to.post.jobs.to.these.sites..Since.the.posting.is.free,.make.sure.to.include. information.about. the. job,. requirements,. and. information.about. the.organization..Have.fun.with.the.ads;.post.more.than.one.ad.and.use.identifiers.to.see.which.ads.work.best..This.is.not.niche.marketing,.but.mass.marketing.to.everyone.in.the.local.area.

.� The.Alaska.Job.Center.Network,.also.known.as.Alexsys,.has. free. job.postings..The.Job.Centers.also.will.allow.the.organization.to.hold.“day.fairs”.at.Job.Centers,.advertising.it.within.the.Job.Center.network..The.Job.Centers.work.with.job.seekers.every.day.and.recognize.individuals. who. are. qualified. for. paraprofessional. and. professional. level. work.. The. Job.Centers.also.help.individuals.get.training.for.careers.with.potential.that.are.or.interest.to.that.individual..The.Alaska.Job.Center.Network,.which.includes.the.Alaska.Division.of.Vocational.Rehabilitation,.the.Alaska.Division.of.Public.Assistance,.the.Alaska.Employment.Securities.Division,.and.its.partner.agencies,.is.a.place.to.go.for.recruiting.opportunities..Even.if.you.


15

Retention

are.not.interested.in.hiring.now,.it.is.a.good.idea.to.go.and.get.to.know.your.Job.Center.staff..They.help.job.seekers.get.training.and.education,.find.jobs,.and.help.organizations.find.the.right.match.(including,.at.times,.providing.incentives.to.hiring.individuals)..The.Job.Centers.are.a.great.resource..This.is.mass.marketing.and.tailored.marketing,.depending.on.how.you.use.the.job.center.resources.

.� Job.postings.can.be.placed.in.newsletters,.on.websites,.and.bulletin.boards.used.by.different.sections.of.the.community..For.instance,.the.deaf.community.on.the.University.of.Alaska.Anchorage.campus.has.an.active.website;.they.might.be.willing.to.post.the.organization’s.job,.if.approached..Senior.centers,.independent.living.centers,.and.community.centers,.in.addition.to.most.civic,.faith‑based,.and.cultural‑based.groups.may.be.willing.to.highlight.job.opportunities.to.their.members..Many.invite.guest.speakers.to.speak.at.monthly.luncheons;.it.is.just.a.matter.of.asking.and.being.respectful.

Depending.on.the.economy,. there.can.be.several. job/career. fairs.held. in. the.community.each.year..Some.are.targeted.(youth,.military,.industry.specific,.etc.).giving.a.smaller.yet.more.concise.jobseeker. profile.. The. others. are. general. in. nature. and. draw. in. more. job. seekers,. yet. many.of. those. job. seekers. have. no. desire. to.work. in. this. industry. and/or. no. concept. of.what. your.organization.does..

.� It.is.important.to.make.a.plan.on.how.many.job.fairs.the.organization.plans.to.attend.at.the.beginning.of.the.year,.and.stick.to.it.• If.the.organization.is.looking.for.hard‑to‑find.professional.staff,.consider.buying.a.booth.

at.one.of.the.professional.conferences.held.out.of.state.

• Rural.and.remote.Alaska.organizations.may.need.to.travel.to.an.urban.center.to.attend.a.job.fair.or.two.

• Even. if. in. the.same.city,.a. representative.must.make.sure. there.are.enough.flyers,.brochures,.and.promotional.items.to.give.away..

.� It.is.important.to.recognize.the.different.types.of.job.fairs.and.plan.accordingly.• There. is. the.Annual.Healthcare.and.Human.Services.Career.Fair,.which. is. targeted.

towards.people.who.want/have.these.types.of.jobs.already.

• There.are.Veterans.job.fairs,.both.on.and.off.military.bases..These.are.geared.towards.military.members.(active.duty,.guard,.and.reserves),.veterans,.and.family.members..

• General. job. fairs. attract. everyone. looking. for. a. job. in. every. industry. to. them..That.might.bring.new.talent.to.the.door,.or.it.may.just.bring.good.public.awareness.about.the.organization.to.more.people..

A Word About Job Fairs

Recruitment


16

.� Bring.an.engaging.employee.who.does. the. job. (or.a.closely. related.position).and.who. is.enthusiastic.about.the.organization.to.the.job.fair.to.help.sell.it.to.job.seekers.

.� To.find.job.fairs.that.may.have.potential.contact:• Alaska.Alliance.for.Direct.Service.Careers.www.aadsc.org

• Alaska.Job.Center.Network.(AlexSys).http://www.jobs.state.ak.us/offices/index.html

• University.of.Alaska.(all.three.campuses)

• The.Anchorage.Daily.News.www.adn.com

A.powerful.way.to.gain.experience.and.exposure.to.an.organization.is.by.spending.time.there..

By. offering. people. internships,. externships,. and. limited. volunteer. opportunities,. organizations.

create.goodwill.ambassadors.that.exist.independent.from.the.organization’s.employees..This.also.

allows.human.resource.professionals.an.opportunity.to.gain.insight.into.the.individuals.who.may.

be.good.employees..Partnerships.are.endless.when.it.comes.to.finding.internships,.externships,.

and.volunteers;.it.is.a.matter.of.being.open.to.the.experience..Usually.there.is.some.paperwork.

required,.background.checks.are.often.required,.and.supervision.is.required,.but.the.return.on.

investment.can.be.vast..It.is.amazing.how.often.organizations.turn.down.these.opportunities.

.� Internships.are.pretty.standard.and.usually.used. to.help.a.college.student.complete. the.work‑study.portion.of.the.program..The.internship.is.not.held.to.a.strict.time.limit.and.varies.from.person.to.person..Interns.can.be.paid.and.unpaid,.from.the.area.or.from.out.of.town..The.importance.is.the.intern.is.trying.to.gain.on‑the‑job.knowledge.before.launching.into.his/her.career..• An.innovative.program.in.Minnesota.offered.paid.internships.to.high.school.students.

(juniors. and. seniors).. The. students. worked. throughout. the. school. year. and. were.supervised.by.direct.service.providers.at.all.times..The.students.learned.more.about.the. industry,. which. they. took. back. to. their. school,. teachers,. and. classmates.. The.organization,.direct.service.providers,.and.consumers.received.an.additional.person.to.help.out.at.the.residence.and.during.community.outings.(Larson,.2005)..

• The.Alaska.Job.Corps,. although. they.don’t. call. them. interns,. is. always. looking. for.work‑based. learning. sites. for. their. CNA. students. and. their. Behavioral. Health. Aide.students.. The.Alaska. Job.Corps. is. located. in.Palmer,. but. can. travel. to.Anchorage.and.Wasilla.for.work‑based.learning..Alaska.Job.Corps.is.constantly.looking.for.new.opportunities.

Internships, Externships, and Volunteers


17

Retention

• Associate.Degree.students.may.be.interested.in.having.an.internship.program.offered.

• If. the. intern. is. a. good. match,. be. sure. to. inquire. about. the. individual’s. wants. and.needs.before.offering.a.job..Make.sure.the.organization.is.a.good.match.(advancement.possibilities,.benefits,.etc.)

.� Externships.are.used.to.help.cross‑train.professionals.from.one.field. into.another.to.help.broaden.understanding.(e.g.,.to.bridge.a.communications.gap)..Externs.use.their.knowledge,.skills,. and. abilities. to. help. the. organization. complete. a. project.. Externships. are. not. as.unlimited.in.their.scope.as.internships.and.are.usually.used.by.state.work.force.development.programs.to.broaden,.or.by.big.business.during.complex.multilevel.projects..In.Alaska,.the.Teacher.Industry.Externship.program.takes.teachers.and.school.counselors.and.puts.them.into.organizations.to.complete.a.project.in.a.two‑week.period.in.the.hope.that.the.teachers.will.then.go.back.to.the.schools.and.use.what.they.learned.in.the.classroom..However,.some.of.the.teachers.and.counselors.are.getting.ready.to.retire.and.are.looking.for.a.new.career.themselves.and.have.expressed.a.desire.to.find.a.job.within.this.industry.

.� Volunteers. at. nonprofit. organizations.fill. an. important. role,. and. sometimes.organizations.do.not.want.to.lose.that.individual.as.a.volunteer.to.make.them.paid.staff..Unfortunately,.if.the.individual.is.looking.for.work,.and.is.using.volunteerism.as.a.way.to.gain.experience.or.contacts,.then.that.will.happen.anyway..If.a.volunteer.would.make.an.excellent.employee.in.a.position.that.is.needed,.that.is.a.good.thing..The.volunteer.has.a.track.record.that.can.be.reviewed.and.knows.something.about.the.organization.already..It.is.about.using.the.assets.available.correctly..It.is.very.tempting.to.leave.a.good.volunteer.in.that.position,.but.will.the.volunteer.stay?.Will.you.be.able.to.find.any.employee.as.good.as.the.one.you.have.right.there.in.the.volunteer?.Like.the.old.saying.goes,.it.is.better.to.have.a.bird.in.the.hand,.than.two.birds.in.the.bush.

Recruitment


18

Selection & HireSelection Process

The.deadline.is.closed.for.the.job.applications.and.there.are.applications.to.review..Now.what?.Depending.on.how.the.ad.was.written.and.placed,.there.may.be.several.applicants!.Of.course,.the.applicants.must.meet.minimum.qualifications.(see.Job.Descriptions),.so.that.might.weed.out.some.of.the.applicants..Instead.of.trying.to.make.this.a.process.of.weeding.out.the.applicants,.perhaps,.it.would.be.better.to.make.this.a.selection.process..There.is.a.belief.in.human.resources.that.if.the.selection.process.is.done.correctly,.an.organization.can.hire.less.often.because.the.correct.match.is.made.the.first.time,.and.that.leads.to.less.turnover.

Hire Smart, Not Often

Review. the. job. description. while. reviewing. applications.. Laying. the. groundwork. by. using.existing. employees. to. recruit. people,. doing. targeted. marketing,. and. working. to. increase. the.organization’s.outreach.will.increase.the.labor.pool..It.will.also.increase.the.diversity.of.the.pool..Some. interesting. ways. to. increase. your. diversity. and. perhaps. increase. longevity. include. the.following.when.reviewing.applications.

.� People.who.come.from.diverse.backgrounds.may.not.use.the.same.words.or.catch.phrases.used.in.the. industry,.but.still. the.applicants.may.have.the.knowledge,.skills,.and.abilities.needed.for.the.position..Does.the.position.require.cultural.sensitivity?.Perhaps.the.veteran.does.not.put.it.that.way,.but.does.mention.s/he.was.part.of.a.bi‑national.workforce.working.to. improve. relations. between. the. two. countries.. Does. the. position. require. timeliness?.Perhaps.the.young.adult.states.s/he.opened.the.retail.store.and.was.often.employee.of.the.month,.which.would.be.hard.to.get. if.s/he.wasn’t.on.time.to.open.the.store..Though.the.words.differ,.the.knowledge,.skills,.and.abilities.are.the.same..

.� Note.special.skills.that.may.be.useful.on.the.job.


Recruitment


19

Interviews

Interviews.are.another.place.in.which.organizations.often.take.shortcuts.in.an.attempt.to.save.time..In.the.long.run,.though,.it.costs.time.because.taking.short.cuts.in.the.interview.process.can.lead.to.a.wrong.hire..As.many.as.four.out.of.five.interviews.are.decided.within.the.first.10.minutes.of.the.interview.and.based.on.as.little.as.what.the.person.is.wearing.or.the.handshake.(Otting,.2009)..Since.this.industry.is.built.on.working.with.a.variety.of.consumers,.it.is.important.to.not.let.personal.biases.cloud.judgment.while.interviewing.candidates.for.positions..It.is.also.a.reason.to.use.a.team.approach.to.the.interview,.use.a.standard.list.of.questions.and.rating.scale,.and.create.a.warm,.inviting.environment.

Team.interviewing.is.another.wonderful.way.to.discourage.bias.and.encourage.the.right.match..The.team.approach.should.consist.of.a.potential.co‑worker,.a.supervisor,.and.a.human.resource.person.. This. blend. offers. different. perspectives,. gives. the. co‑workers. buy‑in. about. the. new.employee,.allows.the.supervisor.to.have.input.into.the.selection,.and.gives.the.team.the.guidance.of.the.human.resource.professional..The.team.should.be.given.directions.about.how.to.conduct.an.interview,.ask.the.interview.questions.listed,.take.notes,.follow.the.rating.scale,.and.be.careful.to.rate.the.applicants.fairly..

Use.a.structured.interviewed.approach..Develop.a.list.of.questions.and.stick.to.them.as.the.team.interviews.each.person..There.are.several.types.of.structured.interview.questions..Two.that.work.well.in.this.industry.are.behavioral.and.situational.interview.questions.(Larson,.2005)..Behavioral‑based.questions.ask.the.candidate.to.identify.competencies.that.would.be.useful.on.the.job..The.questions.are.usually.phrased:

• If.someone.told.you.that.you.had.made.an.error,.describe.how.you.would.react.and.what.you.would.say.in.your.defense.

• What.strengths.did.you.rely.on.in.your.last.position.to.make.you.successful.in.your.work?

• What.was.the.best/worst.time.on.your.last.job?

• Can.you.give.me.an.example.of.how.you.overcame.a.personal.obstacle,.what.was.it.and.what.did.you.do.to.overcome.it?

Recruitment


20

Situational.interview.is.where.the.applicant.is.given.artificial.situations.and.asked.questions.about.

what.s/he.would.do.in.that.situation..The.purpose.is.to.see.how.the.candidate.would.respond.to.

situations.that.occur.on.the.job..The.questions.are.usually.phrased:

• A.co‑worker.tells.you.in.confidence.that.she.plans.to.call.in.sick.while.actually.taking.a.week’s.vacation..What.would.you.do.and.why?

• What.would.you.do.if.the.priorities.on.a.project.you.were.working.on.changed.suddenly?

• You.are.asked. to. start.working.on.a.new.goal.with.a.consumer..What.are. your.first.steps?

It.is.important.that.the.questions.be.used.consistently.with.each.applicant.and.that.the.rating.scale.

is.consistent..For.the.rating.scale.to.work,.each.of.the.team.members.must.agree.on.the.meaning.

what.a.score.of.“1”.means.and.what.a.score.of.“10”.means.on.a.scale.from.1‑10..The.team.can.

write.down.descriptors.for.what.all.of.the.numbers.mean.or.just.some.of.the.numbers..One.basic.

rule.that.must.be.followed.for.all.three.of.these.interview.types.is.that.a.scoring.mechanism.must.

be.made.and.each.candidate.must.scored.according.to.that.scoring.devise..Rate.the.individuals.

based.on.the.questions.answered.and.attributes..Be.careful.not.to.be.swayed.by.the:.

• Halo.Error.(strong.first.impression);.

• Similar.to.Me.Bias.(e.g.,.having.same.likes.and.demographic.characteristics.makes.it.easier.to.identify.with.a.person);.or.

• Nice. Guy. Effect. (enthusiastic,. pleasant,. yet. not. as. qualified. or. most. qualified.person);.since.these.items.are.not.what.will.get.the.job.done.once.the.person.is.hired.(Olson,.2006).

After. the. interviews,.decide. the. top.candidate,.second.choice,.and. third.choice..Then.make.the.

reference.checks..Reference.checks.should.be.done.by.someone.who.was.not.involved.in.the.hiring.

process.and.the.questions.that.references.are.asked.should.be.standardized.and.written.down..


21

RetentionRealistic Job Previews

Many.steps.have.been.taken.to.make.sure.the.right.person.is.going.to.be.offered.the.job..The.Realistic.Job.Preview.is.not.taken.by.all.organizations,.but.has.been.proven.to.make.a.statistical.difference.in.retention.rates.by.the.ones.who.do.use.it.(Larson,.2005)..The.Realistic.Job.Preview.(RJP).offers.the.candidate.a.chance.to.have.an.in‑depth.look.at.the.job.s/he.is.being.offered..It.is.offered.at.this.juncture,.instead.of.earlier.in.the.hiring.process,.because.this.is.when.candidates.are.most.likely.to.listen.closer.to.what.is.being.said.about.the.particulars.of.the.job.

To.create.a.RJP.ask.the.Workforce.Development.Committee.to.find.out.from.employees.working.in.that.position:

• What.they.like.about.the.organization.and.that.job

• What.they.don’t.like.about.the.organization.and.that.job

• The.hardest.part.of.the.job.and.the.easiest.part.of.the.job

• Why.they.stay.and.what.makes.them.sometimes.want.to.quit.(give.examples)

• What.would.they.want.a.new.employee.to.know

Use.that.information.to.help.create.a.realistic.preview.of.the.job..The.purpose.of.this.is.to.give.candidates.a.good.idea.of.some.of.the.great,.good,.and.difficult.things.about.the.job..Combine.that.information.with.the.basic.organizational.information:

• Mission,.vision,.values

• Overview.of.staffing.and.human.resource.issues

• Job.description

• Generalized.information.about.people.the.organization.works.with

• Then.use.the.information.gathered.(see.above).to.describe.the.good.parts.of.the.job

• The.difficult.parts.of.the.job

The.RJP.can.be.formatted.in.a.variety.of.ways..It.can.be.a.short.movie,.a.scrapbook,.a.Web.page,.or.even.a.structured.tour..After.showing.the.candidate.the.RJP,.it.is.then.time.to.ask.questions..Examples.of.questions.to.ask.include.what.do.you.think.will.be.a.challenge.about.the.job?.What.do.you.think.will.be.fun?.Would.you.like.to.work.for.our.organization?.Based.on.the.answers,.the.new.employee.will.be.able.to.be.tracked,.and,.if.possible,.be.given.a.mentor.to.help.with.the.areas.that.might.pose.challenges..This.will.increase.chances.of.success.on.the.job.

At.this.point,.if.the.offer.is.accepted,.the.reference.checks.(if.not.previously.done).can.be.done.and.the.other.paperwork.as.required.should.be.done..The.person.has.selected.the.organization.as.much.as.the.organization.has.selected.him/her.

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Resources

Hewitt,. S.. A.. (2005).. Staff. Recruitment,. Retention,. and. Training. Strategies. for. Community. Human. Services.Organizations..Paul.H.Brookes.Publishing.Company.

Karen.Ward,. E..C.. (2009).. Survey. of.Direct. Service.Workers. in.Alaska.prepared. for. The.Alaska.Mental.Health.Trust. Authority’s.Workforce.Development. Initiative;. Recruitment. and.Retention.Committee;.Wages. and.Benefits.Subcommitttee..Anchorage.

Myrta.(Chris).Sale,.G..A..(2008)..RECRUITING.AND.RETAINING.A.DIVERSE.HIGH‑PERFORMING.WORKFORCE:.A.Report.by.a.Panel.of.the.NATIONAL.ACADEMY.OF.PUBLIC.ADMINISTRATION.for.the.United.States.Department.of.Veterans.Affairs..

Otting,.L..G..(2009)..Management.Tools:.Relying.on.First.Impressions.when.Assessing.a.Job.Applicant.Can.Lead.to.a.Poor.Hire.Decision..HR.Magazine.,.49.(1).

Roberts,.B..(2008)..Social.Networking.at.the.Office..HR.Magazine.,.53.(3).

Ryan. Olson,. M.. a.. (2006,. October. 1).. Structured. Interviews:. Step‑by‑Step. Guide. to. Getting. ROI. in. Selection.Proecessses:.A.White.Paper..Society.of.Human.Resource.Management..

Seavey,.D..(October.2004)..The.Cost.of.Frontline.Turnover.in.Long‑Term.Care,.prepared.for.Better.Jobs/Better.Care..

Sullivan,.J..(2008)..Recuitment.Battle.Plan..Workforce.Management.,.87.(9).

Workforce,.T..W..(2008)..The.Alaskan.Crosswalk:.Exploring.Competencies.and.Credentialing.for.the.State’s.Direct.Care.Workforce..

Bibliography

ResourcesHelpful Resources for all aspects and specific to this industry:

Book: .Staff.Recruitment,.Retention,.and.Training.Strategies.for.Community.Human.Service.Organizations.by.Sheryl.Larson.and.Amy.Hewitt,.Published.by.Paul.H.Brookes.Publishing,.2005

Website:.The.Alaska.Mental.Health.Trust.Authority,.Workforce.Development.Focus.Area.http://www.mhtrust.org/calendar/index.cfm?fa=catalog_class&classid=131

Website:.The.Alaska.Alliance.for.Direct.Service.Careers,.www.aadsc.org.

Website: .www.napawash.org/pc.../VA_Recruiting_Retaining_Report.pdf

RECRUITING.AND.RETAINING.A.DIVERSE.HIGH‑PERFORMING.WORKFORCE:.A.Report.by.a.Panel.of.the.NATIONAL.ACADEMY.OF.PUBLIC.ADMINISTRATION.for.the.United.States.Department.of.Veterans.Affairs

Panel.Myrta. (Chris).Sale,.Gary.A..Christopherson,.Frank.A..Fairbanks,.John.Palguta,.Delores.L..Parron,.Alvin.J..Schexnider,.Julius.M..Williams,.Jr.,.October.2008

Website:..National.Clearinghouse.on.the.Direct.Care.Workforce.http://www.directcareclearinghouse.org/index.jsp.

Addressing DSP workforce challenges: Strategies for agencies


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Website:.Paraprofessional.Healthcare.Institute.http://phinational.org.

Addressing paraprofessional issues including training, retention, and quality standards.

Website:.The.Annapolis.Coalition.http://www.annapoliscoalition.org/pages/.

Action.Plan.on.Behavioral.Health.Workforce.Development.http://208.106.217.45/pages/default2.asp?active_page_id=61.

Working to improve the recruitment, retention, training, and performance of the prevention and treatment workforce in the mental health and addictions sectors of the behavioral health field.

Website:.Better.Jobs.Better.Care.http://www.bjbc.org/resources.asp.

Working to make changes in long-term care policy and practice that help to reduce high vacancy and turnover rates among direct care staff across the spectrum of long-term care settings and contribute to improved workforce quality

Website:..Family.Caregiver.Alliance.http://www.caregiver.org/caregiver/jsp/content_node.jsp?nodeid=368

Website:.National.Alliance.for.Direct.Support.Professionals.http://www.nadsp.org/main/index.asp

Promoting the development of a highly competent human services workforce which supports individuals in achieving their life goals

Website: American.Network.of.Community.Options.and.Resources.http://www.ancor.org/.

To inform, educate and network service providers to safeguard, develop, grow, and extend their capacity to support the choices of people with disabilities.

Website: The.National.Direct.Service.Workforce.Resource.Center.http://www.dswresourcecenter.org/tiki‑index.php.

Supports efforts to improve recruitment and retention of direct service workers who help people with disabilities and older adults to live independently and with dignity.

Website: Society.of.Human.Resource.Management.http://www.shrm.org.

The website for the professional organization for human resource professionals that work in all industries..

Recruitment Specific Resources

CMS Direct Service Workforce Demonstration Promising Practices in Marketing, Recruitment and Selection Interventions, December 2006, Prepared by University of Minnesota, Research and Training Center on Community Living in partnership with The Lewin Group.http://rtc.umn.edu/docs/DSWPromisingPracticesFINAL.pdf

Descriptions of Direct Care Workers Jobs

Direct.Care.Workers. in. Long.Term.Care. (website. and/or.PDF.available:. http://www.directcareclearinghouse.org/download/ncdcw_factsheet‑1.pdf.)

Who.Are.Direct.Care.Workers.(website.and/or.PDF.available:.http://www.directcareclearinghouse.org/download.org/download/ncdcw%20Fact%20Sheet‑1.pdf)

Knowledge.and.Skills.Need.for.Dementia.Care.(website.and/or.PDF.available:.http://www.directcareclearinghouse.org/download/DemCompGuide‑EverydayLang.pdf).

Hot. Jobs. in.Alaska:.Consider.a. Job. in.Healthcare. (includes.Behavioral.Health,.Occupational.Therapy,. and.other.Healthcare.jobs).(PDF.and.Website:.www.jobs.state.ak.us/hotjobs/healthcare.pdf)

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Nine.Elements.of.Quality.Job.(website.available:.http://phinational.org/about/qcqj/the‑9‑elements‑of‑a‑quality‑job/)

The. Competency. Model. Clearinghouse. ‑http://www.careeronestop.org/COMPETENCYMODEL/careerpathway/cpwoverview.aspx.

Building.a.Job.Description:

.O‑Net:..how.to.build.a.job.descriptionhttp://www.onetknowledgesite.com/..

Book:.Recruiting.direct.service.professionals/personal.assistants. in.a.competitive.environment..HCBS.Promising.Practices.Reports..Washington,.D.C.:.Centers.for.Medicare.and.Medicaid.Services..Keilson,.J..(2004)..

Article:.Management.Tools:.Relying.on.first. impression.when.assessing.a. job.applicant. can. lead. to.a.poor.hire.decision;.by.Laura.Gassner.Otting,.HR.Magazine,.Volume.49,.Number.1;.

Retention

Book: .FISH!.The.Book,.by.Stephen.C..Lundin,.Ph.D.,.Harry.Paul.and.John.Christensen.http://www.charthouse.com/content.aspx?name=home2

Book:. The.24‑Carrot.Manager,.by.Adrian.Gostick.and.Chester.Elton.http://www.carrots.com/books/24_carrot_manage.

Book:.How.Full. is.Your.Bucket?..By.Tom.Rath.and.Donald.O..Clifton,.Ph.D..http://strengths.gallup.com/114079/Full‑Bucket.aspx

Book:.Remove.the.Revolving.Door,.by.Research.and.Training.Center.on.Community.Living,.Institute.on.Community.Integration

Book:. The. Power. of. Diversity,. by. Research. and. Training. Center. on. Community. Living,. Institute. on. Community.Integration

Website:.The.Cost.of.Frontline.Turnover.in.Long.Term.Care,.by.Dorie.Seavey,.2004.http://www.betterjobsbettercare.org/content/docs/TOCostReport.pdf

Website:.This.Caring.Home:.http://www.thiscaringhome.org/index.aspx

Report:. The. Minnesota. Frontline. Supervisor. Competencies. and. Performance. Indicators:. A. Tool. for. Agencies.Providing.Community. Services,. by.Research. and. Training.Center. on.Community. Living,. Institute. on.Community.Integration,. Minnesota. Department. of. Human. Services. –. State. Operated. Services.. rtc.umn.edu/misc/pubcount.asp?publicationid=24.–

Report:.The.Cost.of.Frontline.Turnover.in.Long‑Term.Care,.Better.Jobs.Better.Carewww.bjbc.org/content/docs/TOCostExecutiveSummary.pdf

Report:. Focus. on. the. Front. Line:. Perceptions. of. Workforce. Issues. Among. Direct. Support. Workers. and. their.Supervisors,.A.Staff.Report,.March.2000,.Massachusetts.Governor’s.Commission.on.Mental.Retardation.

Report:. Recruitment. and. Retention. of. Paraprofessionals,. prepared. for. Paraprofessional. Healthcare. Institute. by.Steven.L..Dawson,.June.2007

The Alaska Alliance for Direct Service Careers is a statewide industry consortium and a member-based association of long-term care and direct care providers. Funding is provided by the Alaska Mental Health Trust Authority.

www.aadsc.org

This publication was produced by the Alaska Department of Health and Social Services. It was printed at a cost of $2.49 per copy in Anchorage, Alaska. This cost block is required by AS 44.99.210.

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